Chapter 4

The Leader as an Individual

Chapter Objectives
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations. Clarify your instrumental and end values, and recognize how values guide thoughts and behavior. Define attitudes and explain their relationship to leader behavior. Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential.
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Chapter Objectives (contd.)

Practice aspects of charismatic leadership by pursuing a vision or idea that you care deeply about and want to share with others. Apply the concepts that distinguish transformational from transactional leadership.

Personality
The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment

Ex. 4.1 The Big Five Personality Dimensions

Quiet, withdrawn, unassertive Aloof, easily irritated Low

Extroversion

High

Outgoing, energetic, gregarious Warm, considerate, good-natured Responsible, dependable , goal-oriented

Low

Agreeableness

High

Impulsive, carefree

Low

Conscientiousness

High

Moody, tense, lower selfconfidence Narrow field of interests, likes the triedand-true

Low

Emotional Stability

High

Stable, confident

Low

Openness to Experience

High

Imaginative, curious, open to new ideas

Personality Traits
Locus of Control
Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces

Authoritarianism
The belief that power and status differences should exist in an organization

Values
Fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior. End Values
Sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue.

Instrumental Values
Beliefs about the types of behavior that are appropriate for reaching goals.
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Attitude
An evaluation (either positive or negative) about people, events, or things. Self-Concept
The collection of attitudes we have about ourselves; includes self-esteem and whether a person generally has a positive or negative feeling about him/herself.

Theory X and Theory Y

Theory X: the assumption that
people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility

Theory Y: the assumption that

people do not inherently dislike work and will commit themselves willingly to work that they care about
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Cognitive Style
How a person perceives, processes, interprets, and uses information

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Ex. 4.4 Hermanns Whole Brain Model

A Upper left Logical Analytical Fact-based Quantitative Holistic Intuitive Integrating Synthesizing D Upper right

B Lower left

Organized Sequential Planned Detailed

Interpersonal Feeling-based Kinesthetic Emotional

C Lower right

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Myers-Briggs Type Indicator (MBTI)

Personality test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

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Ex. 4.5 Distinguishing Characteristics of Charismatic and Noncharismatic Leaders

Noncharismatic Leaders
Likableness Shared perspective makes leader likable

Charismatic Leaders
Shared perspective and idealized vision make leader likable and an honorable hero worthy of identification and imitation
Passionate advocacy by incurring great personal risk and cost Creates atmosphere of change

Trustworthiness

Disinterested advocacy in persuasion attempts Tries to maintain status quo

Relation to status quo

Future goals

Limited goals not too discrepant from status quo

Idealized vision that is highly discrepant from status quo

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Ex. 4.5 (contd.)

Noncharismatic Leaders
Articulation Weak articulation of goals and motivation to lead

Charismatic Leaders
Strong and inspirational articulation of vision and motivation to lead

Competence

Uses available means to Uses conventional achieve goals within means to transcend the framework of the existing existing order order Conventional, conform to norms Primarily authority of position and rewards Unconventional, counternormative Transcends position; personal power based on expertise and respect and admiration for the leader 14

Behavior

Influence

Transactional versus Transformational Leadership

Transactional leadership a transaction or exchange process between leaders and followers Transformational Leadership leadership characterized by the ability to bring about significant change in followers and the organization
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